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Member You - Coming to Terms with Your Industrial Strength Difficult Person
Many complain that CEO make too much money, as the average is some 300% more than the rank and file. If the companies were doing well that is no problem, yet if the company is rolling in the profits it would make sense and the shareholders might agree that this is a good policy, as it is a reward for success. Unfortunately many poorly p
By identifying who else does or doesn't have trouble with your difficult person, you can see other ways other people have of dealing with the person you find so troublesome. You may well find an alternative you can use for yourself. Or you may decide not to do what you see others do.
The objective of this exercise is not to change the other person, or minimize their difficult behavior. Or even to become buddies.
The obje
Photo Cards: The Great Indian Virtual ExpressThey’re happening. They’re fun. And they’re Photo Cards. Whether its New Year Greetings and Diwali Cards, or whether it’s a birthday card or gift card or personalised post cards, photo cards are the latest must-haves. Offering express service all the way, “pour-your-he
If you are stuck with your difficult person, it may be time to let go, to change how you feel about and deal with your own industrial strength difficult person.
Letting go doesn't mean excusing bad behavior or denying how we feel. It means detaching ourselves from feeling bad. Letting go means not letting the other person determine how you think and feel. You can detach by taking charge of how you see them and yourself.
Ask yourself:
1. Who else has the same issues and problems with your difficult person that you do? How is this third party like you? Not like you?
2. Who doesn't seem to have problems with your difficult person? Again, ask yourself how they are like or not like you. What do they do, how do they relate to your difficult person that doesn't seem to trigger the same feelings or problems you have?
3. Who does your difficult person remind you of? They may well have a different name, a different face, but their behavior, attitude or style is familiar to you. Why? They remind you of someone else, someone you don't like.
Take a mental leap to the next level. Start thinking of the larger issues. Is this a question of values, personality or attitude that stands between you and your difficult person? Or, are your differences in professional focus or training? Does age or culture play a role? Or, do you still have unfinished business with your difficult person, and are letting it get in the way?
By identifying who else does or doesn't have trouble with your difficult person, you can see other ways other people have of dealing with the person you find so troublesome. You may well find an alternative you can use for yourself. Or you may decide not to do what you see others do.
The objective of this exercise is not to change the other person, or minimize their difficult behavior. Or even to become buddies.
The objec
Prior to privatisation in China, business only existed in the form of State Owned Enterprise (SOE). These were (and still are) run by people with strong political backgrounds and relationships, usually connected by family ties to someone in the government. This sort of closed organisational structure gave no opportunity for its employee
Letting go doesn't mean excusing bad behavior or denying how we feel. It means detaching ourselves from feeling bad. Letting go means not letting the other person determine how you think and feel. You can detach by taking charge of how you see them and yourself.
Ask yourself:
1. Who else has the same issues and problems with your difficult person that you do? How is this third party like you? Not like you?
2. Who doesn't seem to have problems with your difficult person? Again, ask yourself how they are like or not like you. What do they do, how do they relate to your difficult person that doesn't seem to trigger the same feelings or problems you have?
3. Who does your difficult person remind you of? They may well have a different name, a different face, but their behavior, attitude or style is familiar to you. Why? They remind you of someone else, someone you don't like.
Take a mental leap to the next level. Start thinking of the larger issues. Is this a question of values, personality or attitude that stands between you and your difficult person? Or, are your differences in professional focus or training? Does age or culture play a role? Or, do you still have unfinished business with your difficult person, and are letting it get in the way?
By identifying who else does or doesn't have trouble with your difficult person, you can see other ways other people have of dealing with the person you find so troublesome. You may well find an alternative you can use for yourself. Or you may decide not to do what you see others do.
The objective of this exercise is not to change the other person, or minimize their difficult behavior. Or even to become buddies.
The obje
At an International Franchising Symposium in London, Peter Holt made the bold statement to his audience of Franchisors that they needed to understand that their business would fail, and in fact all businesses are bound for failure. Needless to say, there were a few shocked faces in the crowd. He was making the point that it really is ju
2. Who doesn't seem to have problems with your difficult person? Again, ask yourself how they are like or not like you. What do they do, how do they relate to your difficult person that doesn't seem to trigger the same feelings or problems you have?
3. Who does your difficult person remind you of? They may well have a different name, a different face, but their behavior, attitude or style is familiar to you. Why? They remind you of someone else, someone you don't like.
Take a mental leap to the next level. Start thinking of the larger issues. Is this a question of values, personality or attitude that stands between you and your difficult person? Or, are your differences in professional focus or training? Does age or culture play a role? Or, do you still have unfinished business with your difficult person, and are letting it get in the way?
By identifying who else does or doesn't have trouble with your difficult person, you can see other ways other people have of dealing with the person you find so troublesome. You may well find an alternative you can use for yourself. Or you may decide not to do what you see others do.
The objective of this exercise is not to change the other person, or minimize their difficult behavior. Or even to become buddies.
The obje
In 1984 Dave Anderson and his dad, Al, founded A&H Turf & Specialties just a stone’s throw from where the main building stands today. As the name implies, the business originally centered on irrigation supplies and equipment. Along with sprinkler heads, fittings, and pipe, A&H sold a few related hardware items, such as shovels, fasten
Take a mental leap to the next level. Start thinking of the larger issues. Is this a question of values, personality or attitude that stands between you and your difficult person? Or, are your differences in professional focus or training? Does age or culture play a role? Or, do you still have unfinished business with your difficult person, and are letting it get in the way?
By identifying who else does or doesn't have trouble with your difficult person, you can see other ways other people have of dealing with the person you find so troublesome. You may well find an alternative you can use for yourself. Or you may decide not to do what you see others do.
The objective of this exercise is not to change the other person, or minimize their difficult behavior. Or even to become buddies.
The obje
As a franchisor, I see the need to franchise Space Colonies and yet I also understand that this is not something you can come out and talk about. Most folks who are on the leading edge of the Privatization of Space agree too and it makes sense. The Franchise Business Model makes sense for space colonies.Well also regarding this i
By identifying who else does or doesn't have trouble with your difficult person, you can see other ways other people have of dealing with the person you find so troublesome. You may well find an alternative you can use for yourself. Or you may decide not to do what you see others do.
The objective of this exercise is not to change the other person, or minimize their difficult behavior. Or even to become buddies.
The objective is to see the other person and yourself more clearly, and detach yourself from upsetting feelings.
By understanding the dynamics of how a difficult person "makes" you feel, you can choose to take charge of your feelings.
Copyright © 2005 Pat Wiklund. All rights in all media reserved. This article may be reprinted so long as it is kept intact with the copyright and by-line.
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